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| PRESIDENT, KUDIZE, INC., Boston, MA |
2001–2005 |
Established strategic plan and implemented multiple business markets and paths to market for North American headquarters of $35 million Austrian manufacturer and distributor of internal communications equipment. Developed brand awareness and technology leadership in well-entrenched and mature markets. Strategically positioned company for substantial growth in networking and IP solutions.
- Developed strategic alliances with OEM partners in multiple industries, ensuring continued market share growth. Obtained market shares of 20% for offshore drilling communication and 60% for parking operation communication within three years.
- Key player in penetrating security operations of more than 15 of top Fortune 100 companies, resulting in tri-fold recurring sales growth for several years as new locations networked into original system. Ultimate growth plans incorporated up to 50 new locations.
- Successful in bringing startup operation to positive cash flow in two years and generating profit in three years. Additionally, brought company from zero to 15% market share in just over three years.
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| PRESIDENT, ACCTON TECHNOLOGY, Plum Village, CA |
1996–2000 |
Led North American headquarters of $130 million international manufacturer/distributor of internal communications equipment. Managed 20 headquarters employees and seven distributed sales employees, including all financial and business controls, advertising, marketing/sales, service/technical support, and materials. Established sales compensation plans that more directly reflected goals of company and improved dealer-based product distribution procedures. Conceived, developed, and implemented all strategic plans and presented to corporate executives. Expanded sales in Central and South America by more than 400%.
- Selected as "Division of the Year" for two straight years through implementation of turnaround management strategies: achieved 4% profit in first year and 8% profit in two years after consistently realizing 5% losses.
- Successful in turning unprofitable organization and showed 30% increase in sales revenues within first year, 22% in second year, and nearly 30% in third year with overall revenue increases of approximately 100%.
- Played key role in expanding distribution lines from single path of dealers/VARs to four different paths to include OEM partners in three markets, national service organizations, and national distribution.
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| PRESIDENT, UTC SECURITY, Farmington, CT |
1985–1995 |
Directed operations for US headquarters of major global security company and rapidly growing electronic security services organization. Managed 117 employees in five branches consisting of sales, installation/service, and branch management. Oversaw all business initiatives for five offices acting as separate profit centers. Worked closely and effectively with corporate office in developing all operating procedures and controls.
- Formalized detailed strategic plan to create national presence and achieve 1,000% growth.
- Generated 9% profit within 18 months after company previously realized 7.5% loss.
- Developed detailed five-year strategic plan to grow company through combination of acquisitive and internal growth. Grew from under $5 million to $15 million.
- Achieved 80% increase in sales productivity within three years through implementation of new sales compensation plan, reworking marketing and advertising plan, and emphasis on concentration of expertise.
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| PRESIDENT, OYO GEOSPACE, Houston, TX |
1981–1985 |
Recruited to position accountable for total P&L of wholly owned industrial manufacturing subsidiary. Managed 525 employees at two locations. Turned around quality and throughput to quickly make company profitable. Developed strategic plan to achieve 400% growth in sales over five-year period through both internal efforts and acquisitions. Established co-production arrangements with overseas companies. Interfaced with corporate office. Full P&L responsibility and expanded international sales as domestic business declined.
- Turned around operations to 6% profit in 90 days (from previous quarterly loss of 5%). Restructured manufacturing and quality assurance departments and subsequently improved throughput and lead times.
- Instrumental in increasing sales from $18 million to $35 million in less than three years.
- Significantly improved market share in France from 10% level to 90% level by establishing co-production agreement with French company for selected sensor, ultimately designating product "Made in France."
- Pivotal in increasing market share by 25% in China (from less than 10%) through finalization of manufacturing joint venture. Initiative ultimately boosted company market share to 50%.
Fast-track promotion through series of increasingly responsible positions including Vice President of Operations, Quality Control Manager, Project Manager for RAPT PRODUCTS, INC., Houston, TX (three years).
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